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ISO/TC176/TF4 future concepts2018


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I was asked during the ISO/TC 176/TF 4 on Future Concepts, 19-13 November 2018, the Azores to give an overview on current Global Challenges.

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ISO/TC176/TF4 future concepts2018

  1. 1. Dr. Associate Professor Ebba Ossiannilsson, Sweden Swedish Association for Distance Education ICDE OER Advocacy Committee, and ICDE Quality Network, Europe EDEN EC, Fellow Council, SIG TEL QE Open Education Europa Ambassador and Fellow GLOBAL CHALLENGES ISO/TC 176/TF 4 Future concepts in quality management
  2. 2. FROM 2016
  4. 4. The fourth Industrial Revolution requires the social revolution as well: SOCIAL EMOTIONAL COLLABORATIVE EMPHATIC IDENTITY JUST FOR ME, AND JUST IN TIMER PERSONAL/ COLLABORATIVE
  5. 5. Global Challenges (Megatrends) — Why Do They Matter to Business? But what are megatrends? Ernst and Young defines them as “large, transformative global forces that define the future by having far- reaching impacts on businesses, economies, industries, societies and individuals.” It’s a broad yet apt definition with a very clear message: Megatrends are powerful phenomena impacting the foundations of our world that will be pivotal in shaping its future.
  6. 6. Global Challenges
  7. 7. What does this mean for companies? • Companies need to acknowledge megatrends, and act accordingly. At the very least, they should understand their contribution to relevant trends, as well as how their business is impacted by them, both positively and negatively. • And from here, companies should recognise that megatrends are business risks that need to be considered in the materiality assessment, strategy development and target- and KPI-setting processes, like any other. To not do this is a risk in itself that, in the worst cases, can damage a company’s performance, reputation and viability. • Communicating an understanding of megatrends to stakeholders is also key.
  8. 8. Workforce of the future The competing forces shaping 2030 (PWC)
  9. 9. The Future of Work to 2030 - Conclusions …“this report four very different models with huge implications for the world of work. The forces shaping these Four Worlds – the impact of megatrends, and automation in particular – cannot be ignored by governments, organisations or individuals. None of us can know with any certainty what the world will look like in 2030, but it’s very likely that facets of the Four Worlds will feature in some way and at some time. Some sectors and individuals are already displaying elements of the Blue and Green Worlds; the Yellow and Red Worlds are more radical, but no less plausible. Those organisations and individuals that understand potential futures, and what each might mean for them, and plan ahead, will be the best prepared to succeed.” (PWC. p.38).
  10. 10. Some links • goals/ • revolution-what-it-means-and-how-to-respond/ • fourth-industrial-revolution/ • the-fourth-industrial-revolution/understand-the-impact-of-the-fourth- industrial-revolution-on-society-and-individuals • social-revolution-radical-help-hilary-cottam/